ENTERPRISE ARCHITECTURE

Enterprise Architecture



Executive Summary3

Enterprise Architecture derived from Operating Models4

Architectures on Operating Models5

Benefits6

Enterprise Architecture7

Main Components of Enterprise Architecture9

Aspects of Enterprise Architecture9

Domains of Enterprise Structure10

Future Recommendations11

References12

Executive Summary

The purpose of this paper is to present the concept of enterprise architecture and its impacts on the business. The report will commence with the derivation of enterprise architecture from the operating models, its main functions, and the importance of it in midsized multi-national enterprises. The report is further followed by the benefits of enterprise architecture that enterprises will achieve from basing the architectures on operating models. Moreover, the report will discuss the main components of the enterprise architecture and its aspects in detail will be illustrated.

Enterprise Architecture

Enterprise Architecture derived from Operating Models

Creating business model architecture is a difficult task not only technological, but also from an organizational point of view. Model business architecture - that's about 20% of the project vision, and 80% - hard work, including a project for the implementation of organizational vision. On the other hand, we should not go to the other extreme and exaggerated associated with this process complexity. It is crucial to understand that by purchasing quality-designed and “filled with” relevant information model of the business architecture, the organization receives substantial benefits (Cummins, 2002). Often as a priority project of creating a business model architecture supports the formation of the simulation environment, which provides a choice of methods and the necessary tools.

At the very beginning of the project (process) architecture development organizations often seek as soon as possible to choose one of the methods known in the market, or create them on the basis of its own. However, much more important for the success of the project is:

Valid justification for the project goals and objectives, factors affecting the development of business architecture;

Formation of the project team developing the business architecture;

Definition of the boundaries of modeling business architecture;

Formation of the structures and processes of management and control (governance) model of business architecture.

One of the conditions for the effective organization of the project is positioned in such work as soon as possible which can give out (Schekkerman, 2004). It must proceed from an understanding of the fact that a significant amount of valuable information can be obtained without performing the analysis of business processes with a “paralyzing” granularity. In this situation it is advisable to follow the rule “80/20”, and it is enough to know 80% of the necessary details about the process - and this information can be obtained from 20% of the possible efforts to analyze these processes. The same rule applies to the business enterprise architecture in general.

When planning a project on modeling business architecture should be based on the understanding that the result obtained is largely a certain “developing organism” rather than a static object (Tamm, Seddon, Shanks, & Reynolds, 2011). Accumulated methodological apparatus, tools for modeling business processes allow for the start of the project, even with minimal amounts of initial information. When implemented this modeling process occurs in an intuitive and natural ...